St Albans City and DC
Best next generation employer
Information
Growing our own - bringing in and bringing on talent
As a relatively small district council our offer as a next generation employer needs to stand out from the crowd and we believe it does. We offer challenging paid internships, high profile NGDP placements and targeted graduate or apprenticeship roles which offer clear purpose, workplace connections and high-profile personal growth. The LGA corporate peer report says ‘the level of responsibility given and opportunities available to graduates is impressive’ and our young people agree. We offer real work with real impact to our graduates so that they can experience the difference they can make working in local government - high support/high challenge!
Category
Best next generation employer
About Category
This award is open to a single council or where appropriate a partnership of councils, or a council- owned company. Private sector partners can enter on a council’s behalf, with the permission of the council itself.
Local government has an ageing workforce which is only set to compound current skills shortages in the sector. Councils needs to attract more millennials and Gen Z to join the workforce. However, many younger people are not aware of the many and varied opportunities the sector offers for a fulfilling career.
This award seeks to recognise councils or groups of councils working to address that through initiatives to recruit and retain people under 30, either across the organisation or in one specific service area. This could include innovative use of the National Graduate Development Programme, apprenticeship schemes, work with local colleges and universities as well as the provision of development opportunities and other support once employed.
Judges will be looking for evidence of an impact on the workforce demographics as well as an original and creative approach that other councils could learn from, replicate or adapt for their own organisation.
Entries should include:
Evidence of actions and activities to recruit and retain younger people
The thinking behind the approach and how it was developed
How the new approach sets you apart as an employer
Data and evidence to show how the new approach has improved recruitment and retention of younger staff
Evidence of positive impact on the wider organisation
Any obstacles to introducing the new approach and how you overcame them • The voice of managers and staff who have gone through the proces